Factors Effecting Time Management of Professional Nurses’ at Public Hospital, Lahore
DOI:
https://doi.org/10.3126/ijssm.v5i3.20606Keywords:
Factors, Time management, Professional Nurses.Abstract
Introduction: Nursing is a very demanding career. In nursing work nurse’s work not only have tons of things to get done. Nurses scores in time management were more than those of men, with statistically significant difference: (p<0.05). There was a positive significant relationship between individual skills and organizational skills in time management (p<0.05). The purpose of this study was to determine the factors affecting time management of professional nurses.
Methodology: A descriptive cross sectional analytic study was conducted at government hospital of Lahore. Data was collected from 211 registered nurses using convenient sampling. Data was analyzed using SPSS version 21.
Results: There is statistically significant differences, in the significance level 0.05, of effective time management for nurses according to gender. Professional nurses spend much time in gossiping of both gender as (p <0.05), time allocated for socialization were more among female nurses Shortage of staff contributes poor time management towards patient care, working under pressure is significantly associated with poor patient care (p <0.05). Nurses spend much time using mobile phone is statistically significant (p <0.05).
Conclusion: Time management is very crucial to the nurses and helps them to plan for their available time and use it to manage their tasks. This research identified and evaluated time management in professional nurses. Based on the results, it was found that shortage of staff contributes poor time management towards patient care, working under pressure affect patient care negatively, proper supervision will improve time management. It is also conclude that time management is necessary for medical workers, especially nurses. Thus, it would be interesting to conduct comparative cultural studies to better evaluate time management.
Int. J. Soc. Sc. Manage. Vol. 5, Issue-3: 231-235
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